induction program: rbc desh - proceduresonline.com€¦ · the induction program for social workers...

INDUCTION PROGRAM: RBC DESH

Design and Planning: Martlie Swart, Principal Social Worker-June 2016

Developer, Implementation and Maintenance: Jo Hicks, Team Manager, Quality Improvement

IT/Graphics/Layout/Workbook – Nerin Swanton, Workforce Development

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INDUCTION: CONTENTS PAGE Introduction 1 Why is an induction important and mandatory 3 Goals 4 Objectives 6 Ethos 7 Business Process 10 Program Contents 13 References 21

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Introduction

The Induction Program for Social Workers fits into the general induction framework for RBC Children’s Social Care in order to ensure that all staff members receive the same generic information/format, as per requirement and guidelines from the RBC Workforce Development Team.

However, significant effort has been made to ensure that the induction package is diversified so that social workers from the different teams have specific information relevant to their job role and team, as well as that of other teams. In addition, there has also been diversification to offer agency workers a condensed, but thorough induction to ensure that they acknowledge, accept, appreciate and apply the specific work-processes in Reading as every local authority has a different culture and style.

Williams, R. (2003) evidenced that on average, the time for new externally recruited employees to achieve full productivity ranged from eight weeks for clerical jobs to 20 weeks for professionals to more than 26 weeks for executives.

In the social work profession, there is additional benefit and value for workers to understand the community, resources and organization. Having a well-established relationship and good rapport with a supervisor is also of the essence for supervision, reflective thinking and practice guidance which means that it is to the benefit of organizations if practitioners are permanent and well established.

It is therefore to the benefit of service users, employees and the organization to invest in permanent workers due to the time needed for settling in, socialization, full understanding and well-formed professional relationships. (Munro, 2012)

A significant number of research bodies evidenced that a well-designed, robust induction program that is consistently implemented, valued and monitored has been proven to be one of the main factors in effective recruitment and retention. It is therefore of utmost importance that induction is being provided to all members of staff, regardless of seniority, establishment or levels of experience. (Chidambaram, et al, 2013)

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WHY DO WE NEED AN EFFECTIVE, SUFFICIENT AND WELL- IMPLEMENTED INDUCTION?

Without an effective induction program new employees get off to a bad start and never really understand the organization itself or their role in it. This will lead to:

• Poor integration into the team • Low morale, particularly for a new employee • Loss of productivity • Failure to work to their highest potential

In extreme cases, the new employee leaves, either through resignation or dismissal and early leaving results in:

• Additional costs for recruiting a replacement • Wasted time for the inductor • Lowering of morale for the remaining staff • Detriment to the leavers employment record • Having to repeat the unproductive learning curve of the leaver

It is also important to avoid stimulus overload by:

• Providing too much too soon. The inductee must not feel overwhelmed by a mass of information on the first day. Keep it simple and relevant

• Pitching presentations at an inappropriate level. They should be suitable for everyone in the audience and for their roles within this company.

• Creating an induction program which generates unreasonable expectations by "overselling" the job

The induction process should be monitored to determine whether or not, it is meeting the needs of the new recruits. Monitoring should include feedback sheets at the end of the induction process, and information from turnover statistics and exit interviews. In particular, those who leave within the first 12 months of employment. In these hard-pressed times it makes good business sense to maximize the potential of staff in the shortest possible time.

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Source: 10 Major, D. A., Kozlowski, S. W. J., Chao, F. T., & Gardner, P. D. (1995). A longitudinal investigation of newcomer expectations, early socialization outcomes, and the moderating effect of role development factors. Journal of Applied Psychology, 80, 418-431.

GOAL

This induction program aims to:

• Welcome social workers to Reading Borough Council and to provide a positive first impression, evidencing that the organisation are prepared for their arrival and welcome their arrival. “Induction programs help in reducing attrition rates. The first impression is very important when a person comes into a new organization and how you interact with these new entrants plays an important role on how they discharge their duties later. It was found that employees who received an effective induction were more engaged, compared to those who rated the quality of induction as below average. The thought of leaving the organization creeps in at early stage in cases where the induction is not done with passion.” https://bdaily.co.uk/advice/03-06-2013/how-companies-can-benefit-from-staff-induction/

• Support new employees to adjust and acclimatise to their new jobs and working environment to ensure effective integration of staff into or across the organization for the mutual benefit of both parties. “Socialization is broadly defined as “a process in which an individual acquires the attitudes, behaviors and knowledge needed to successfully participate as an organizational member.” Socialization is an ongoing process that sometimes lasts for a year. It represents a sense-making process that helps new employees adapt, form work relationships and find their place in the organization.” https://www.shrm.org/research/articles/articles/pages/organizationalentryonboarding,orientationandsocialization.aspx#sthash.uKe34qdv.dpuf

• Orientation to prepare employees to perform their jobs effectively, learn about the organization and establish work relationships. “A successful new-employee orientation program can help lessen the impact of reality shock on newcomers and facilitate the socialization and learning process.” https://www.shrm.org/research/articles/articles/pages/organizationalentryonboarding,orientationandsocialization.aspx#sthash.uKe34qdv.dpuf

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https://bdaily.co.uk/advice/03-06-2013/how-companies-can-benefit-from-staff-induction/

https://bdaily.co.uk/advice/03-06-2013/how-companies-can-benefit-from-staff-induction/

https://www.shrm.org/research/articles/articles/pages/organizationalentryonboarding,orientationandsocialization.aspx%23sthash.uKe34qdv.dpuf




• Learning and Development to ensure that new employees understand learn and master the procedures, protocols and processes regarding all aspects of the working environment. “Induction training offers a wonderful early opportunity to establish clear foundations and expectations in terms of ethics, integrity, corporate social responsibility, and all the other converging concepts in this area that are the bedrock of all good modern responsible organizations.” http://www.businessballs.com/inductiontrainingchecklist.htm

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http://www.businessballs.com/inductiontrainingchecklist.htm

OBJECTIVES

Performance proficiency

Learning and mastering the knowledge, skills and abilities to perform the required work task.

People Establishing successful and satisfying work relationships with

organizational members.

Culture Gaining information regarding work relationships, values and

ethos.

Language Understanding the profession’s language as well as acronyms, slang

and jargon unique to the organization.

Organizational goals and values

Understanding the rules or principles that maintain the integrity of the organization.

History Learning the organization’s traditions, customs, myths, personal

background of other members.

Sources:

Chao, G. T., O’Leary-Kelly, A. M., Wolf, S., Klein, H. J., & Gardner, P. D. (1994). Organizational socialization: Its content and consequences. Journal of Applied Psychology, 79, 5, 730-743.

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Van Maanen, J., & Schein, E. H. (1979). Toward a theory of organizational socialization. Research in Organizational Behaviour, 1, 209-264.

ETHOS

The revised and adapted induction package is underpinned by the following values:

Value Challenges/Barriers/Rationale Action/Remedy Induction and increased retention starts at the point of recruitment where a new employee is provided with focussed information regarding the organization, role, remit and values.

Research evidence that an employee’s first contact with an organisation significantly influences motivation, retention and integration.

Package developed and sent to prospective applicants with advertisement. The principle is that information about the service, vision, process and structure will support applicants in focussing their preparation for the application and interviews.

A welcoming atmosphere which offers confirmation that there has been preparation for and anticipation of the new recruit’s arrival.

Presently there are several examples where new workers turn up with manager not being aware that they are coming, IT and induction packages not set up, manager’s not present to welcome them, no timely introduction to team members and members.

Dedicated Staff member to coordinate, monitor and quality assure the planning, delivery, sustained implementation and feedback regarding the induction of new team members.

We value the principals of adult learning and the various learning styles, therefore our induction process encompass learning methods based on didactic, kinaesthetic, auditory and visual learning in order to maximize learning for all individuals.

Audits indicate that the current induction package mainly meets the needs of visual learners which only reach 30% of the population.

Induction Package developed in participation with team members and managers to produce an interactive, varied product that include audio, visuals, kinaesthetic and a didactic approach.

We support a holistic induction that focus on the specific role, wider organisation as well as community factors to ensure that workers understand the context and see their role and professional relationships in context.

Feedback indicates that workers, including managers, were unaware of all the resources, unsure about the structure, the remit of team they pass cases too and community resources available.

Induction package developed to provide a holistic view with explanation of the context and how the service fits together.

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Induction is delivered without exception to every new employee regardless of team, role, workload Or status.

There is evidence that workers have not received inductions because the teams were too busy, workloads did not allow this and managers were expected to fill the role without the need for induction.

Induction package divided into two sections: First week: Induction is completed prior to the new worker’s physical arrival in the team. This eliminates the risk/temptation to allocate cases prior to induction or to prioritize operational work above the induction.

We implement an induction package that is delivered in a co-ordinated, consistent and uniform manner to ensure that all new workers receive an induction of a similar standard and quality.

Feedback indicates that some workers received a thorough induction which contributes to retention and satisfaction whilst others experience the opposite. This appears to be linked to experience, skill, availability and preferences of managers.

Responsibility for implementation of the Induction is given to a dedicated, well trained manager who has capacity and remit to ensure that induction is completed. Feedback and quality assurance process built into induction.

We implement an induction package that is monitored, evaluated, adjusted and sustainable to ensure that it is consistently effective and fit for purpose.

There are examples of workers receiving very good outlines of the induction that they can expect and then this is not implemented due to prioritization of operational pressures and/or lack of monitoring and quality assurance. No feedback or quality assurance is in place.

Responsibility for implementation of the Induction is given to a dedicated, well trained manager who has capacity and remit to ensure that induction is completed. Feedback and quality assurance process built into induction.

We encourage insight and worker responsibility and therefore also offer a bird’s eye view of the “Why, Where, Who, When and What” which offers a snapshot summary of all the main components with links to the more detailed

Feedback and research identified that information overload overwhelm new workers and that efforts to navigate the various online resources could result in an incoherent, fragmented presentation which cause frustration and confusion and

Provision of interactive links to websites, further research and a thinking environment with encouragement of reflection.

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resources for future reference and self-study.

cessation of effort to learn

We believe in offering workers an uninterrupted opportunity to complete the learning part of their induction which is then followed up with a practical induction to support in the embedding of knowledge acquired.

Feedback indicate that information sharing is often neglected with a main focus on shadowing which quickly results in cases being allocated prior to the completion of an induction.

Following first week’s induction away from the team, the new worker will have an opportunity to integrate with the team, being fully inducted on all aspects of the role: Second week: Permanent staff: Implementation of learning in first week, shadowing and gradual case allocations. Locum workers: Implementation of learning in first week and case allocations.

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BUSINESS PROCESS: INDUCTION

Anticipatory Socialization Stage

This stage occurs before new hires join the organization. Through interacting with representatives of the company (e.g., recruiters, managers), new recruits develop expectations about the company and the job prior to organizational entry.

Advertisement

Job Description and

Person Specification

Interview Dates

Letter of Introduction and Information

Overview of British Child Welfare System; History and Current Context; Child Protection in England at a Glance; Reading Social Media; See Reading Through Google Goggles – A Virtual Tour; Reading vision; Description of Children’s Teams an Services; Thresholds Response Table; The tools we use; Legislation that directs Practice; Policies that Influence Practice; Governing and Professional bodies; Latest Research and Resources; Information Technology.

Recruitment and Selection

Interview

Interview Panel/Assessment Centre within _____days of application closure date.

Feedback within _____days.

HR Offer of Employment within ____ and Copy sent to PSW

Written Confirmation of Start Date within ________days and copy sent to PSW

Congratulating Letter from PSW Team to Successful Applicant with Induction Dates, Program Details & Venue

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Encounter Stage: Week One

When new employees begin a new job, they start to learn about job tasks and receive training. Managers can exert their influence by helping new employees understand their roles and duties. Also, by understanding the stresses and issues that

newcomers experience, managers can help cultivate a high-quality work relationship with newcomers.

Welcome

• Meet & Greet in Reception: TM/HSSW

• Handover: Induction Lead

Orientation

• Physical - describing where the facilities are

• Organizational - showing how the employee fits into the team and how their role fits with the company strategy and goals

• Personal -An awareness of other functions within the company, and how the employee fits in with that

Socialization

• Meeting key senior managers, supervisors and team leaders within organization

Adjustment

Benefits and Support

Adjustment

Terms and conditions.

Adjustment

Housekeeping, Health and

safety

Familiarization: Corporate

Corporate Induction

Familiarization: Organizational History

Details of the organization’s history, its products and services, its culture and values

Enabling: Job/Role requirements

• A clear outline of the job/role requirements • Processes, Procedures, Policies • Tools, Techniques and Terms • Work-life Balance, Rights and Responsibilities.

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Settling in Stage: Week 2

New employees begin to feel comfortable with their job demands and social relationships. They will be interested in the company’s evaluation of their performance and in learning about potential career

opportunities within the company. Regardless of the years of work experience that new employees have, knowing the technical and social aspects specific to the job and the company is essential to function in a new

environment

Week 2: Implementation of Knowledge, Embedding of Training and Integration in Team

• Brief Team Gathering to introduce new staff member: HSSW/TM • Handover of Locker Keys, Laptop, Phone Extension, Mobex, Lone Worker Fob:

HSSW/TM • Inaugural Supervision: HSSW/TM • Supervision Contract: HSSW/TM • First Probation Interview: HSSW/TM • Planning of Probation Period Dates: HSSW/TM • Shadowing & Observing: HSSW/TM • Case allocations: HSSW/TM

Week 6: Evaluation

• Evaluation and Feedback regarding adjustment, induction period and implementation of induction: PSW.

• Consideration of adjustments/improvement as/where identified: PSW

Quarterly

• Analysis of Feedback received regarding inductions during past quarter - PSW • Report to CSMT as well as Performance Management Meeting - PSW • Recognition where positive patterns/trends were identified - CSMT • Action plan where issues with compliance were identified - CSMT

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INDUCTION PROGRAM CONTENTS in ALPHABETICAL ORDER FOR EASY REFERENCE

Topic/Subject/Action Activity ASYE Snapshot of the ethics and implication, benefits

and responsibilities regarding the ASYE scheme, step-up, student placements and switch to social work.

Attendance: Explanation of Absence, Sickness Procedure and Occupational Health.

Budgeting and Resource Management Budget planning and resource management guidance, procedure and processes.

Business Administration Clarification of the role, remit and boundaries of business administrators

Career/Salary

Explanation of the salary scales, career progression pathways and procedures:

• What does SCP mean? • What is my starting salary as social worker? • What is my starting salary as higher

specialist? • How many increments before I am at the

top of my scale? • When can I join the pension scheme? • How much money do they deduct for

Pension? • How much is my NI contribution? • Where can I find my payroll number? • How do I get money back for fuel

expenses? • How much money is paid for fuel expenses? • How do I claim it? • Is it true that I get paid for lunch and

mealtimes if I travel? • What are the gateways and how do I

progress? • What is the Market Supplement and who

gets it? • Other relevant questions about payment,

salaries, benefits, deductions etc.

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• How much does it cost to join the Union? • Is there a cycle to work scheme and how

does it work? • Is there a bus travel scheme and how does

it work? • Any other relevant questions/answers that

would support understanding of this. Communication Information about regular

communication/correspondence and the purpose of this.

• Bulletin • Director’s weekly newsletter • LSCB Bulletin

Complaints • Value

• Procedure • Learning

Culture and Community Introduction to Reading Community, Culture, Geographics, Statistics and how this impacts on Service Delivery.

Disciplinary Overview of all the disciplinary procedures to explain the processes, clarify expectations and facts:

• Disciplinary • Capability • Sickness • Grievance • Whistleblowing • Escalation Process

Education Schools, Framework, Glossary, Terms of Reference, Contact Details, Designated Officers, Ofsted.

Early Years Structure, Venues, Contact Details, Roles and Remit, Terms of Reference, Designated officers.

Equipment Stationary, IT equipment, Phone line, Dongles, Log-on, passwords.

Establishment Information about the different roles, hierarchy, remit of RBC workers and what their relationship with be.

Governing Bodies Information about the National and Local Governing bodies to understand the role remit and what is expected of social work practitioners.

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Health and Safety Health and Safety and Fire Drill Procedure IT Resources: Guidance to enable employees to understand the

mandatory tasks, etiquette and possibilities offered by Outlook, Calendar, and Iris and Phone system, Blackberries.

IT Training: Preparation of Context to new workers with knowledge about the role and function of MOSAIC and to prepare them for MOSAIC training.

Jargon: Support new workers in understanding the local professional jargon and acronyms.

Meetings: Information about the various meetings within the service and to clarify the terms of reference, dates and venues.

Performance Appraisal: Explanation of the purpose, role, remit and processes of the Performance appraisals and how this links to the Skills Framework.

Performance Indicators: Information about the main performance indicators, their purpose, methods used and responsibilities that practitioners have towards this.

Probation Scheme: Summary of the purpose, main actions and possible outcomes of the probation scheme.

Processes –

Social Workers: Quick and easy to follow summary of the processes, timescales and decision-making so that it can be used as guideline for work planning and action.

• MASH Business Process • MASH Referral Process • CAT Business Process for various services in

different CATS • CAT Referral Process • Step-Up Process • Step-Down Process • AA Duty Decision-Making Process • S47 Process • ICPC Process • LAC Process • Care Proceedings Process • Care Leavers Process • CAT Process • Family Finding Process • Adoption Process • Fostering Recruitment Process • Family Group Conferencing

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• MST • Edge of Care • Disabled Children • Case Recording • Case Transfers • EDT Process

Practice Standards

Corporate

Directorate

National

Six Main Issues (Six obsessions!) Processes: Managers –

Quick and easy to follow summary of the processes, and steps involved in the managerial tasks. Sickness/Absence Reporting Induction Recruitment, Shortlisting, Interviewing Welcome and Induction Process ASAYE Process Step-up Process Switch to Social Work Process Supervision agreement (we are reviewing this at present) Capabilities/Skills Framework Performance Appraisal Audits EDT Budgets management Team plans Meetings chair/minutes HR processes Payroll processes Grievances Complaints Probation Business Continuity Escalation Process IT processes (to set somebody up on Mosaic, get phone etc.)

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Public funding Introduction to the public funding system and how that impacts on provision and effective resource management.

Indefinite leave

No recourse to public funding

Rent Deposit Scheme Probation and Performance Appraisal Probation Procedures and Timeline

Performance Appraisal Procedure and Timeline Recruitment Summary of recruitment and selection process. Resources Description of main resources in Reading and

what they are useful for. Risk Management Forums Information about the initiatives set up to deal

with the most significant threats/risk to vulnerable people in our community

• Mappa, • Marac, • CSE, • Semrac, • Darim • Access to Resource Panel, • Channel Panel

Special Education Needs Terms of Reference, Glossary, Team Structure, Legislation, Code of Practice, Needs Assessment, Education, Health and Care Plan, Principles for coordinated assessment and planning process, Timelines, Statutory Timescales, Special Schools Lis and Contact Numbers, Further Education and Support.

Shadowing Opportunities to be arranged by line managers.

• Home visit • CP conference • Core Group Meeting • Team around the Child Meeting • Looked After Children’s review • Court • MASH • AA • Parental Substance Misuse Worker

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• CYPDT • Joint Legal Team • Long Term Teams • Fostering Teams • Adoption Team • Family and Friends • Children’s Centre • Children’s Action Teams

Structure Explanation the structure of RBC CSC so that new

employees can together and who is responsible for what.

Supervision Explanation and Summary of Supervision Process, Expectations and Responsibility as well as the Policy, Agreement and Agendas.

Support Succinct list of Staff Benefits and Support with web-links/phone numbers of where they can obtain this.

• Vectis • Walking Wednesday • Training • Employee Assistance Program • OH • Staff discounts • HCPC registration • RIP • CC Inform • Iris • Choir • Cycle to work – shower facilities etc. • Staff Club • Any other benefits not listed above… • Unison

Teams Information of how the various teams fit together and where they are situated.

Time Management Explanation and Summary of Effective Time Management Process, Expectations and Responsibility.

Tools Tool Shed with web links to:

• Signs of safety/three houses • Assessment triangle

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• Outcome Start • Graded Care Profile/Neglect toolkit • Restorative Practice • “Symptom Checker”- Screening tool • DASH – Domestic Abuse • CSE – Child Sexual Exploitation

Training Index in Alphabetical Order of all the trainings

available with dates and web links to the contact persons, web-pages, application forms etc. A brief heading with description of the rules, cost codes included.g of Learning Pool account.

Mandatory Training Completion of Mandatory Training

• New to RBC Induction • Health and Safety Level 1 • Information Security Course • IT Induction Course • Mosaic Training Course • Equality and Diversity • Customer Care Course • Financial Regulations • Prevent • Signs of Safety Familiarization • Assessment Skills • S47 Risk Assessment Skills • Book on trainings for: • Universal Safeguarding • MASH Induction

Welcome

Written Document/ Videos/Personal Meetings:

Introduction to Key Figures within Organization

Working Arrangements: Introduction to the practical working arrangements :

• Working from home hot desking leave toil • Working from home • Hot Desking • Lone Working

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• How to book a meeting room • How to log onto a phone • Use of secure lockers • How to use a VPN • Any other practical arrangements • Parking garage – who qualifies for parking

etc. Workplace tour and Tour of Reading Walking Tour of town and buildings. Work life Balance: Information and guidance on maintaining a

healthy work life balance and stress management.

Video of Motivational Speaker regarding Work life Balance and Training Session about Stress Management and Time Management.

REFERENCES

RBC Social Work Health Check, discussions with social workers regarding experiences of induction in Reading.

Cascio, W. F. (2003). Managing human resources. New York: McGraw-Hill/Irwin.

Van Maanen, J., & Schein, E. H. (1979). Toward a theory of organizational socialization. Research in Organizational behavior, 1, 209-264.

Cascio, W. F. (2003). Managing human resources. New York: McGraw-Hill/Irwin.

SHRM Weekly Online Survey: August 22, 2006.

Morrison, R. F., & Brantner, T. M. (1992). What enhances or inhibits learning a new job? A basic career issue. Journal of Applied Psychology, 77, 926-940.

Major, D. A., Kozlowski, S. W. J., Chao, F. T., & Gardner, P. D. (1995). A longitudinal investigation of newcomer expectations, early socialization outcomes, and the moderating effect of role development factors. Journal of Applied Psychology, 80, 418-431.

Allen, D. G. (2006). Do organizational socialization tactics influence newcomer embeddedness and turnover? Journal of Management, 32, 2, 237-256.

Griffeth, R. W., & Hom, P. W. (2001). Retaining valued employees. Thousand Oaks, CA: Sage.

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Chao, G. T., O’Leary-Kelly, A, M., Wolf, S., Klein, H. J., & Gardner, P. D. (1994). Organizational socialization: Its content and consequences. Journal of Applied Psychology, 79, 5, 730-743.


Cooper-Thomas, H. D., & Anderson, N. (2005). Organizational socialization: A field study into socialization success and rate. International Journal of Selection and Assessment, 13, 2, 116-128.

Martlie Swart: PSW ( 6 April 2016)

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